ALLIED JOINT LOGISTIC DOCTRINE AJP-4(A)

Transcription

1 ALLIED JOINT LOGISTIC DOCTRINE AJP-4(A) DECEMBER 2003

2 AJP-4(A) ALLIED JOINT LOGISTIC DOCTRINE DECEMBER 2003 I

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4 RECORD OF CHANGES AJP-4(A) Change Date Date Entered Effective Date By Whom Entered iv

5 CHAPTER 1 RECORD OF RESERVATION BY NATIONS v

6 RESERVED FOR NATIONAL LETTER OF PROMULGATION vii

7 FOREWORD The successful planning, eecution and support of military operations requires a clearly understood doctrine, and this is especially important when operations are to be conducted by Allied, multinational or coalition forces. Allied Joint Publication-01 (AJP-01) provides the capstone doctrine for the planning, eecution and support of Allied joint operations. Although AJP-01 is intended primarily for NATO forces, the doctrine could be applied, with adaptations where necessary and agreed by participating nations, for operations under the umbrella of the European Union (EU), or a coalition of NATO and non-nato nations within the framework of a Combined Joint Task Force (CJTF). Thus no distinctions are drawn within the document between solely NATO operations, non-article 5 Crisis Response Operations (CRO) by Allied forces and CJTF operations. The revisions in the logistic joint and multinational keystone doctrine AJP-4 (A) Allied Joint Logistic Doctrine include: All chapters and sections have been rewritten to be more logical readable and coherent. Where possible, tet has been slimmed and reference made to supporting documents. NATO Logistic Support Concept is now a part of the document, and consistent with NATO s overall policies on logistics. Defence and Operational Planning 1 has been more clearly delineated. Logistic functional areas have been selected and focused on operational logistics. NATO s relationship to the European Union is incomplete, awaiting political decision. If it is to be useful, AJP-4 has to be a living document and be amended regularly. Under the auspices of the BI-SC Logistics Co-ordination Board (Bi-SC LCB), the Bi-SC LCB Doctrine Committee (Bi-SC LCB DC), will review and up-date AJP-4(A) as deemed appropriate. Therefore, change proposals are welcome at anytime. They can be sent to either the SC s Logistics Branches or to the Co-chairmen of the Bi-SC LCB DC. A future AJP-4(B) will aim at a further harmonisation with all sub-documents. 1 France is not part of the Defence planning process i

8 TABLE OF CONTENT AJP-4(A) CHAPTER 1 - THE ALLIANCE S CONCEPT OF LOGISTIC SUPPORT Section I - Introduction Page Purpose 1-1 Applicability 1-1 Scope 1-2 Principles 1-2 Section II - NATO s Logistic Support Concept Aim 1-5 NATO Logistic Support Concept 1-5 Co-ordination of National and Multinational Logistic Activities 1-5 Logistic Planning from a Multinational and Joint Perspective 1-6 Synchronisation of Procedures in the Logistic Functional Areas 1-6 Implementation of the Concept 1-6 Component Support Concepts 1-6 Maritime 1-6 Land 1-7 Air 1-8 Roles and Responsibilities 1-8 Logistic Support Considerations 1-13 Section III - Combined and Joint Logistic Command and Control Introduction 1-16 Operational Considerations 1-16 Command, Control and Co-ordination 1-17 Logistic Information Systems and Tools 1-19 Anne 1-A Allied Joint Logistic Doctrine Hierarchy 1-23 Anne 1-B - Roles and Responsibilities 1-25 CHAPTER 2 - LOGISTIC SUPPORT PLANNING Section I - Introduction Introduction 2-1 Types of Planning 2-1 Section II The Role of Logistic Planning in the Defence Planning Process Defence Planning 2-1 Defence Planning Disciplines 2-1 References 2-2 i

9 Page Force Planning 2-2 Logistics Planning 2-3 Armaments, Resource and CIS Planning 2-4 Relationship between Defence Planning and Operational Planning 2-4 Section III - Logistic Support Planning for Operations Aim 2-5 References 2-5 NATO Operational Planning Process 2-5 Section IV - Logistic Planning Conferences Introduction 2-7 Product of Logistic Planning Conferences 2-7 Logistic Planning Conferences 2-7 Section V Logistic Planning Considerations Introduction 2-9 Movement Planning for Operations and Eercises 2-10 Medical Planning for Operations and Eercises 2-10 HNS Planning 2-11 Infrastructure Planning 2-11 Contracting and Funding 2-11 Contributions of Non-NATO Nations 2-11 Concluding the Operation 2-11 Accounting for and Disposal of NATO Owned Equipment 2-12 Logistic Evaluation and Assessment 2-13 Certification of Non-NATO Troop Contingents 2-13 Section VI Co-operation and Co-ordination with non-nato Organisations Co-ordination with Non-Governmental Organisations 2-13 Logistic Co-operation with the European Union 2-13 Logistic Co-operation with the United Nations 2-14 Logistic Co-operation with the Organisation for Security and Co-operation in Europe 2-14 CHAPTER 3 - LOGISTIC FUNCTIONAL AREAS Section I - Introduction 3-1 Section II Supply and Service Function Supply 3-1 Provision of Supplies 3-1 Multinational Provision 3-1 Supply Transaction Procedures 3-2 Stock Level Management 3-2 Asset Tracking 3-2 Petroleum, Oils and Lubricants (POL) 3-2 Service Function 3-3 ii

10 Page Multinational Provision of Services 3-3 Section III Maintenance and Repair Function Maintenance and Repair 3-3 Section IV Movement and Transportation Function Movement and Transportation 3-5 Characteristics 3-5 Levels of Mobility 3-5 Modes of Transport 3-5 Intermodality 3-6 Section V - Infrastructure Function General 3-6 Infrastructure Provision 3-6 NATO Security Investment Program (NSIP) Projects 3-6 Section VI - Medical Function General 3-7 Medical C2 Structure 3-7 Evacuation 3-7 Aeromedical Evacuation 3-8 Section VII Contracting Function General 3-8 NATO Co-ordination 3-8 Organisation 3-8 Section VIII - Budget and Finance Function Article 5- General 3-9 Non-Article 5 Crisis Response- General 3-9 Common Funding Eligibility 3-9 Constraints on Common Funding Eligibility 3-10 Proposals for Eceptions 3-10 Forecast of Funding Requirements 3-10 Centralised Support of National/Multinational Projects 3-10 Funding Restrictions 3-11 Organisation and responsibilities 3-11 Anne 3-A Classes of Supply 3-14 Glossary of Abbreviations Glossary of Terms & Definitions Reference Publications Abbreviations-1 Glossary-1 References-1 iii

11 CHAPTER 1 THE ALLIANCE S CONCEPT OF LOGISTIC SUPPORT Section I - Introduction NATO logistic and support concepts have been established in response to changing national force structures and NATO s evolving enhanced mission spectrum. The concepts take into account: a. Non-Article 5 Crisis Response Operations (CRO) that require additional logistic support for both deployment and operations beyond NATO s Area of Responsibility (AOR). b. The need to implement the MC 319/1 principle of collective responsibility for logistic support. c. The need to operate logistically with non-nato forces. d. The need to maimise efficiency and cost effectiveness of logistic support. e. The emergence of multinational structures such as Multinational Joint Logistic Centre (MJLC), Lead Nation (LN), Role Specialist Nation (RSN), Multinational Integrated Logistic Unit (MILU) and Third Party Logistic Support Services (TPLSS) Purpose. The purpose of this document is to establish NATO s overall logistic support doctrine. It details NATO logistic principles and policies, with an operational level 2 focus, to foster common understanding and co-operative logistic planning among NATO military authorities (NMA), nations and NATO agencies. This NATO logistic support doctrine is the basis for the conduct of multinational logistic operations and serves to facilitate the NATO commander in the achievement of his mission Applicability a. This document is applicable to peace and the full spectrum of potential NATO operations (Article 5 as well as non-article 5 CRO) from crisis through conflict. While much of the doctrine is focused toward the more probable scenarios of midintensity and non-article 5 CRO, the doctrine is equally applicable to other operations. b. This document is applicable to NATO operations including those conducted in cooperation with the United Nations (UN), the European Union (EU), and the Organisation for Security and Co-operation in Europe (OSCE). It is also applicable for non-nato nations participating in NATO led operations. 2 Operational level of war: The level of war at which campaigns and major operations are planned, conducted and sustained to accomplish strategic objectives within theatres or areas of operations. (AAP-6(2002)) 1-1

12 0104. Scope. While the NATO definition of logistics is wide ranging, this publication deals mainly with planning and co-ordination of NATO operational logistic support. Specifically, the focus is on the functional areas of: Supply and services Maintenance and repair Movement and transportation Infrastructure Medical Contracting Funding Additionally, this publication covers broad logistic responsibilities such as Host Nation Support (HNS). The Allied Joint Logistic Doctrine Hierarchy is described in Anne 1-A Principles. In order for the NATO commander to eecute his responsibilities for logistics efficiently, certain logistic principles must be observed. These must be in line with the General Principles for Joint and Combined Operations, as defined in AJP-01, and must also be consistent with those logistic principles presented in MC 319/1, MC 326/1, MC 334/1 and MC 336/2. Important principles taken from these documents and drawn from NATO operations and eperience, developed with an operational focus, are listed below. a. Primacy of Operations. Logistic support must be focused towards ensuring the success of the operation, as defined by the NATO commander. Logistics must function as an effective force multiplier, and it should be seamlessly integrated into the operational structure. One key to achieving this goal is having a clear and unequivocal chain of command and co-ordination, with the NATO commander having clearly defined authority to establish a support organisation tailored to suit the operational situation. b. Responsibility. C-M(2001)44, NATO Policy for Co-operation in Logistics, and the NATO principles and policies for logistics set out in MC 319/1, establish the principle of the collective responsibility of Nations and NATO authorities for logistic support of NATO s multinational operations. Nations must ensure, individually or by co-operative arrangements, the provision of logistics resources to support their forces allocated to NATO during peace, crisis and conflict. Each nation bears ultimate responsibility for ensuring the provision of logistic support for its forces allocated to NATO. This may be discharged in a number of ways, including agreements with other nations or with NATO. Circumstances may arise where NATO commanders may need to mediate and co-ordinate such agreements to ensure effective logistic support of the force. Nations retain control over their own resources, until such time as they are released to NATO. Non- NATO nations are not precluded from joining the NATO collective support organisation, but if they do so, they must accept the basic underlying principles of logistic support. Collective responsibility also implies that NATO commanders assume responsibility for the logistic support of assets under their authority 1-2

13 c. Authority. NATO commanders must be given sufficient authority over logistic resources to enable them to employ and sustain forces in the most effective manner. Authority must be aligned with responsibility. Thus, if a NATO commander has been assigned responsibility for operations in a particular joint operations area (JOA) or area of operations, he must also be given the authority to prioritise his support so as to ensure he can accomplish his mission. These same authorities and responsibilities should also apply to non-nato commanders participating in a NATO led operation. Nations may be epected to limit the etent to which they are prepared to authorise the commander to control national resources, due to either national imperatives or legal restrictions. The etent to which nations limit this authority will depend on national considerations and the type of operation. d. Co-operation. Co-operation, the founding principle of NATO, is also one of the key principles of logistics support, both among individual nations and within NATO. In this contet, co-operation is not limited to the transportation and provision of other logistic support, but also includes financing, contracting and engineering. Co-operation is particularly important when operations are conducted in concert with non-nato nations and requires a clear division of responsibilities, implying in turn a clear understanding both of the various national capabilities, limitations and legal restrictions, as well as the NATO logistic support concepts. In addition, co-operative procedures must be in place to ensure that allies do not compete for scarce resources. Where possible, it is epected that nations will cooperate, either bilaterally or through other co-operative approaches, to optimise the provision and use of limited resources. Co-operation also etends to Non- Governmental Organisations (NGOs) and elements of the UN, EU and/or OSCE, which may operate alongside NATO organisations. e. Co-ordination. Co-operation at all levels ensures economy of effort, but must be co-ordinated to be effective. This may require the appointment of national representatives or liaison officers at several levels within the support organisation to ensure that nations are aware of and react appropriately to both national and NATO priorities, and that such priorities are harmonised. f. Provision and Sufficiency. MC 319/1 shows Provision and Sufficiency as separate principles, however they are closely linked. Nations must ensure, either individually or through co-operative arrangements, the provision of adequate logistic resources to support their forces allocated to or operating with NATO during peace, crisis and conflict. This also applies to non-nato nations working with NATO in combined operations. There are a variety of mechanisms through which support may be provided, including multinational and bilateral agreements/arrangements. At the same time, national levels of logistic resources must be sufficient to achieve designated standards of readiness, sustainability and mobility to provide the required military capability during peace, crisis and conflict. g. Fleibility. Operational plans must be established with the knowledge that unepected events will dictate changes to the plan and concept of eecution. As a result, fleibility is important particularly when developing logistic plans, which 1-3

14 must respond quickly and efficiently to even minor changes in the operational scenario. Further, no single support concept will suit all situations; concepts must allow for unepected or unusual scenarios. For instance, despite the advantages often provided through multinational logistics, it is possible that the most appropriate support concept for a particular operation may be through national support structures. The logistic concept must be fleible enough to allow for this. Thus, formal structures and plans must be developed generically, with sufficient fleibility built-in to allow tailoring to match the changing requirements of different JOAs or missions. h. Simplicity. Simple plans and orders, and uncomplicated mission-oriented logistic organisations minimise confusion and help ensure the support provided meets the operational commander s requirements. Further, simple reporting mechanisms ensure the accurate and efficient dissemination of information to all those who require it. i. Timeliness. Developing and implementing an effective logistic framework requires considerable planning and co-ordination between NATO and nations. Since the most critical phase of logistic eecution is deployment and initial operational set-up, it is essential that national and multinational logistic command and control elements and enabling forces be approved and in place well before deployment begins. j. Economy. Logistic assets are often epensive and in short supply. Accordingly, mechanisms must be in place to ensure that they are used in the most effective and efficient manner possible, keeping in mind operational imperatives. This includes ensuring that in-joa stocks are maintained at the minimum level commensurate with the epected operational tempo, capability of lines of communications, and epected lead times. Mutual support structures and mechanisms, such as multinational logistic organisations and HNS, should be in place to achieve economies of scale, increase reserve capacity/capability and improve the overall quality of support. The goal is to achieve these advantages while simultaneously minimising procurement and operational costs. k. Transparency and Visibility. Prior to an operation, the NATO commander must have access to information, which relates to preparedness, deployability, and sustainability of units that will come under his command. This requirement will etend to national logistic assets when they are designated to provide logistic support to declared units. In preparation for an operation the NATO commander must have access to information on the status of all assets under his control, including, in the case of equipment temporarily out of commission, an appreciation of the time to repair. He must develop a clear and accurate picture of available logistic infrastructure and capability. This requires a complete and easily interpreted logistic reporting mechanism that takes advantage of the potential offered through state of the art Automated Data Processing (ADP) support. As a means to gain necessary visibility of critical assets, the NATO commander is 1-4

15 authorised to require reports and inspection 3 of specified logistic assets as a method of tactical evaluation or to assess operational readiness in accordance with MC 319/1 and MC 317/1. l. Synergy. Synergy is the epanded benefit achieved by applying logistic principles simultaneously. Synergy results when nations contribute to a common goal with the net benefit being greater than the sum of the separate contributions. To be truly effective, any multinational organisation must build upon the strengths of the component parts. Multinational logistic support in the overall concept should be oriented to the particular logistic strengths of the participating nations. This serves to provide more efficient support to the overall force and thereby creates a more robust logistic concept. An effective multinational logistic concept requires that NATO and national planners recognise this synergy and the resulting net benefits. Section II - NATO s Logistic Support Concept Aim. The aim of the NATO logistic support concept is to support the Joint Force Commander s (JFC) operations and to achieve efficiencies and economies of scale through optimum use of multinational logistic solutions NATO Logistic Support Concept. The NATO logistic concept at both the strategic and operational levels involves the interpretation of logistic principles through tailored structures, organisations and multinational interaction. The concept is to provide responsive support to any operational deployment making best use of the logistic assets and resources available in the JOA. This entails fleible but focused Advance Planning and the development of co-operation amongst potential contributing nations as well as early involvement in the operational process. The aim is to provide cohesive logistic support to a NATO commander s plan using methods which range from national to fully multinational, depending on the circumstances and in accordance with the provisions of MC 319/ Co-ordination of National and Multinational Logistic Activities. CJ 4 staff carry the overall responsibility for logistics co-ordination at strategic and JOA level. Fleibility to co-ordinate a variety of national and multinational approaches under widely varying conditions is reflected both in the organisation of static and deployed HQ structures. The responsibilities of NATO and nations are described below at paragraph The primary aim is to provide sound arrangements for co-ordination of logistic support available to an operation. In particular, the requirement for NATO logistic staff to provide timely, guaranteed support to an operational plan, drawing on all options available, is facilitated by the eistence of robust NATO logistic Command and Control (C2). These include CJ4 and combined joint logistic staffs in static and deployed Headquarters and organisations such as the MJLC and single component equivalents such as Multinational Logistic Command/Centres (MNLC). These latter organisations may be called on as the situation dictates. The MJLC is described in detail in AJP 4.6. Single component logistic structures are described briefly below and covered more 3 IAW MC 319/1, France cannot accept the authority to inspect logistic assets. When requested, relevant information will be provided through national chain of command. 1-5

16 comprehensively in ALPs 4.1, 4.2 and 4.3. The different modes of logistic support will be covered in AJP-4.9. (AJP-4.9 is under development, planned issued 2002) Logistic Planning from a Multinational and Joint Perspective. The ability to plan and conduct support operations in consultation with nations and with necessary levels of coordination and authority for the benefit of the JFC s plan provides the basis of NATO logistic support. Whilst there is recognition of the procedures to be followed at the NATO strategic level, the early involvement of NATO logistic planners is essential to the efficient provision of support across all contributing nations. The co-ordination of the logistic effort must be balanced with the ultimate responsibility for provisioning of forces remaining with the Troop Contributing Nation (TCN). Nations should come to the operation with what is required to support their own forces, or arrange for it with other nations or through contracts or other arrangements during the planning process. Chapter 2 covers Defence and operational logistic planning, with the operational process at Section Synchronisation of Procedures in the Logistic Functional Areas. The delivery of effective and efficient support relies on the co-ordination and synchronisation of procedures in the logistic functional areas. The standardisation of information and processes between NATO HQs and nations in all areas increases the potential for efficiency, delivery of support through multinational sources, and consequently economies of scale. Logistic Functional Areas are considered in detail in Chapter Implementation of the Concept. The AJP-4 series covers the detailed methods of implementation of the concept Component Support Concepts. While NATO s logistic concept embraces jointness, each component, due to the nature of their missions, has a slightly different approach to implementing the multinational logistic concept. While the specific methods of supporting deployed multinational units do vary, their support requirements are very similar. That is, support elements must be fleible, mobile and responsive to the requirements of the component commander. Where efficiencies can be gained, jointness should be maintained down to the lowest level practicable. In general terms, this means that operational level support elements may have a geographical area of operations (AOO) to provide support to a multinational joint force. At the tactical level, however, support elements will more likely be focused at supporting, on a functional basis, specific component elements. A broad synopsis of the component support concepts is provided below: 1-6

17 0113. Maritime Land. a. Support to a deployed Multinational Maritime Force (MNMF) has two facets, namely shore support, and afloat support. Afloat support is the responsibility of the commander at sea who controls all assigned logistic assets in the afloat force. Shore support encompasses the logistic activities in direct support of an MNMF. To ensure the appropriate focus, the shore support organisation must be responsive to the afloat commander s requirements. In a large operation, the chain of command from the shore support organisation will in principle be through a separate Multinational Logistic Command (Maritime), [MNLC(M)]. Where a MNLC(M) is established as well as a MJLC, it is essential that close co-ordination is maintained between the two organisations. b. The fundamental precept of the maritime logistic support concept is to provide shore-centralised distribution and support sites to support the units at sea. While the concept is fleible and specific capabilities and organisations will be mission dependent, generally it calls for multinational Advanced Logistic Support Sites (ALSSs) that may provide a variety of life support, e.g. supply, distribution, medical and damage repair in support of the entire force. Smaller, more mobile, Forward Logistic Sites (FLSs), located closer to the supported force, are employed as final distribution points for Personnel, Mail and Cargo (PMC) flowing from the larger, more capable sites. As stated earlier, these support sites may be joint in nature or may be collocated with other component support elements. In all cases, however, they are manned on a multinational basis through national personnel and equipment contributions. Further detail on maritime logistic support concepts, including Naval Air and Amphibious/Marines, and their implementation may be found in ALP-4.1 Multinational Maritime Force Logistics. a. In the layout of the battlefield, there must be a clear understanding among the nations that national logistic organisations eist in a multinational framework in support of combined operations. Combined logistics was traditionally described within the contet of the various zones of battlefield. On the modern, non-linear battlefield or even during peace support operations, these zones may not be well established or defined. Over the entire spectrum of conflict, modern military operations make fleibility and mobility key aspects of successful operations. b. The land component support concept is designed to ensure the support of either national or multinational forces, taking their different structures and multinational composition into account. Logistic support will be based on national provisions and may include degrees of multinational support as agreed by those nations. While each nation takes responsibility for the provision of support to its forces, HNS if available, lead nation, role specialisation, mutual assistance, and use of MILUs and/or Multinational Integrated Medical Units (MIMUs) may be employed when considered to be more advantageous. 1-7

18 0115. Air. AJP-4(A) c. The Combined Joint Force Land Component Commander (CJFLCC) establishes requirements and sets priorities for support of forces in accordance with the overall direction given by the Joint Force Commander (JFC). He co-ordinates logistic operations with all participating nations, and joint/joa level logistic structures. The CJFLCC will eercise co-ordinating authority on movement and security matters over those National Support Elements (NSEs) operating in his AOO. d. Scope eists for the establishment of a Multinational Logistics Centre (Land) [MNLC(L)] for the co-ordination of land logistics support, particularly if the MJLC is not employed. Further detail on land logistic support concepts and their implementation may be found in ALP-4.2 Land Forces Logistic Doctrine. a. A NATO air commander within a region has a three-fold mission, to contribute to the defence of the region, to reinforce other regions as directed, or to stand up an Combined Joint Force Air Component Command (CJFACC) within a Combined Joint Task Force (CJTF), when tasked by the appropriate Strategic Command (SC). b. For Article 5 operations logistics support uses in-place national stockpiles. NATO Aircraft Cross Servicing (ACS) enables operational Commanders to enhance the fleibility and mobility of air power and to respond effectively to a developing crisis. ACS is however, currently a force multiplier for Article 5 operations only and is applicable only to operations supported from NATO territory. c. For operations beyond NATO s AOR responsibility, the air component AOO is unlikely to coincide precisely with other component AOOs. Multinational air assets may be located well to the rear of any area of conflict and may use tactical airfields within the land AOO. Air assets may be collocated on multinational air bases with on-base logistic support being centrally co-ordinated by either a Host Nation (HN) or LN. Some air assets such as Ground Based Air Defence (GBAD) may be deployed within a land component AOO and be reliant on the CJFLCC for logistic support. Air logistic support should maimise use of the principle of common user resources, however, aircraft maintenance and repair will remain a national responsibility. NATO co-ordination of the multinational air logistic effort will be conducted through the CJFACC logistic staff supported by National Logistics Liaison Teams and HN air logistics staff. Scope eists for the establishment of a Multinational Logistics Centre (Air) [MNLC(A)] for the coordination of air logistics support, particularly if the MJLC is not employed. d. Further detail on air logistic support concepts may be found in ALP-4.3 Air Forces Logistic Doctrine and Procedures. 1-8

19 0116. Roles and Responsibilities. a. In the area of multinational logistics there is potential for overlap and confusion in the delineation of responsibilities between NATO commands, NATO Nations, the HN, and non-nato nations operating under NATO command. It is essential to the establishment of a coherent logistic concept that guidelines be established to outline the responsibilities of each element as they relate to planning and conducting multinational logistic operations. Key and essential roles and responsibilities are outlined in Anne 1-B, in matri form as a quick reference. These are not all inclusive, but outline important basic responsibilities. b. The following are general responsibilities, which are considered to be important to the understanding of NATO s multinational logistic concept, and particularly applicable to the organisations and levels of command listed below. Responsibilities may be tailored to the specific circumstances of each operation, as agreed by the participating nations and commands involved. (1) Nations. (a) (b) Support of Contributed Forces. Nations may contribute to the support of a NATO operation via a variety of means as described throughout this publication. However, the ultimate responsibility for the planning and controlling of the deployment and redeployment and the provision of support, including medical support, of participating forces remains with the participating nation. If nations elect to support forces through a national support system, it remains vital, just as in multinational logistic operations that they interface with the NATO multinational logistic coordination entity. Contribution of Resources. Ecept when NATO provides maintenance and limited NATO purchased or leased resources, all personnel and equipment required to conduct an operation are provided by participating nations. These resources are dedicated, either through planned allocation of forces through the Force Planning Process, or through requirements identified in the contingency operational planning process. Under NATO procedures, nations will effect Transfer of Authority (TOA) over their national force contributions to NATO at an agreed time. This transfer includes logistic forces that nations nominate through the force generation process co-ordinated by the SC. The actual logistic concept for a NATO operation will be dramatically affected by the type and amount of logistic forces, and the TOA limitations imposed on participating forces. This is especially applicable to non-article 5 CRO where nations greatly influence the logistic concept through their contributions in the force generation process. 1-9

20 (c) (d) (e) AJP-4(A) Planning. Nations are encouraged to develop and agree generic prearrangements for co-operative and multinational logistic support. They should inform the SCs whether they will take on responsibility as LN and/or RSN, or whether they plan to provide MILUs under the force generation process. AJP-4.9 refers. HNS. HN should provide HNS, including basing privileges, facilities, equipment and materiel support to Sending Nations (SN) and NATO Commanders during Article 5 and non-article 5 CRO. Establish NSE with the following functions: (i) (ii) Performance of national logistic support, co-ordination of logistic support functions with other participating nations. NSEs are organised and located at the levels dictated by their national authorities. Co-ordination with, and reporting 4 as required, to multinational logistic command and control organisations to ensure continuity of the total logistic effort. (2) NATO Headquarters. (a) (b) (c) (d) Policy and Guidance. The North Atlantic Council (NAC) and the Defence Planning Committee (DPC) provide, through the International Staff (IS) and the International Military Staff (IMS), broad strategic logistic policy and guidance. This may take the form of general policy guidance in Council Memoranda (C-M) and Military Committee (MC) documents or specific planning guidance for the establishment of plans and orders. Funding. The Senior Resource Board (SRB), Military Budget Committee (MBC) and the Infrastructure Committee (IC), under guidance of the NAC, provide funding for NATO common funded projects and establish the funding policy to support operational requirements. Oversight and Approval. In addition to policy and guidance, the NAC and DPC provide plan review and approval for all SC level NATO plans, including the logistic concept of operations. Logistic Policy Development. The Senior NATO Logisticians Conference (SNLC) is the senior advisory body on logistics in NATO. As NATO s Co-ordinating Authority on Logistics and acting on behalf of the MC and NAC, the SNLC is responsible for harmonizing and co-ordinating the development of policy recommendations and co-ordinated advice on civil and military 4 As NSEs remain under national control, France will report on a case-by-case basis. The first condition is connectivity, which is provided by the NATO command. 1-10

21 logistic matters, Alliance logistic interoperability, and cooperation in logistics. (e) (f) Civil Epert Support to the Military. Depending on the severity and urgency of the crisis, the Senior Civil Emergency Planning Committee (SCEPC) may activate the Civil Emergency Crisis Cell (CECC) and request civil or military eperts to assist with the civil management problem in accordance with established procedures. Medical policy. The Committee of the Chiefs of Medical Services in NATO (COMEDS) advises the MC on military medical matters affecting NATO. The COMEDS also act as the co-ordinating body for the MC regarding all military medical policies, procedures and techniques within NATO. (3) NATO Strategic Commands (SC). (a) Strategic guidance and doctrine. (i) (ii) (iii) (iv) The SCs, Allied Command Europe (ACE) and Allied Command Atlantic (ACLANT) provide the strategic level plan. Their planning and conceptual development is done in co-operation with the nations. The NATO Combined Joint Planning Staff (CJPS) develops the plan based on guidance from the SCs. Their work is particularly relevant to Crisis Response planning and strategic planning in support of Contingency Operation Plans (COP). After the planning is complete, the SC is responsible for obtaining NAC approval of the strategic level plan before eecution can begin. SCs will develop NATO joint logistic doctrine and procedures, including medical ones, in co-ordination with the IS, IMS and Nations. SCs will review and approve Regional Command (RC) plans in accordance with MC 133/3. The SC may, in conjunction with the RC and Sending Nation (SN), prepare and negotiate HNS Arrangements (HNSAs), Transit Agreements and Status of Forces Agreements (SOFAs). For Article 5 missions, HNSA will focus on facilitating COPs. For non-article 5 CRO, however, standing agreements will probably not eist. In these cases the SC must move quickly to put into effect timely agreements. The development of generic agreements can accelerate that process substantially. 1-11

22 (b) (c) (d) (e) (f) AJP-4(A) Force generation. The SCs will request nations to commit logistic forces to support an operation. Where shortfalls in logistic support requirements remain, the SCs will consider alternatives. Logistic command and control. The SC, in co-ordination with participating nations, will direct and provide guidance to RC/CJTF to develop the logistic C2 organisation and arrangements. Deployment planning. The Allied Movement Co-ordination Centre (AMCC) co-ordinates and deconflicts national deployment plans. The result is a Multi-National Detailed Deployment Plan (MN- DDP). The AMCC will also track the eecution of the deployment based on national inputs. Stockpile Planning: The SCs establish, in consultation with nations, requirements for logistic sustainment stocks through the Stockpile planning process which is part of Defence planning. Capability Packages (CP). The SCs develop and control CPs, linking infrastructure and CIS requirements to specific military functions or military function components. During CRO the SC can employ a simplified urgent requirement authorisation process for the submission of individual NATO common funded projects in support of the operation. (g) Reporting. The SCs establish logistic reporting 5 requirements through the Bi-SC Directive 80-3, Reporting Directive, Volume V, Logistics Reports. (h) Medical Planning. The SCs co-ordinate medical plans and provide policy guidance at the strategic level. Furthermore, advise SNs on medical support requirements, taking into account the information available from medical intelligence, and co-ordinate national medical support arrangements and mutual assistance in the medical field. (4) RC/JFC. (a) (b) Logistic support planning. RC/JFC develops plans in support of the SC strategic plan. Identification of support requirements. The RC/JFC identify logistic support to include information, communications, CPs, HNS (non-article 5 CRO), Transit Agreements, SOFA, logistic and medical forces and funding. (c) Logistic C2. 5 France will provide relevant information on a case-by-case basis 1-12

23 (i) (ii) AJP-4(A) The RC/JFC will detail the C2 organisation during the planning and subsequent force generation process. The RC/JFC will recommend the establishment of the appropriate MJLC option, if required, to co-ordinate in JOA level logistic operations. AJP-4.6, Multinational Joint Logistic Centre Doctrine refers. (5) NATO Agencies. Agencies such as the NATO Maintenance and Supply Agency (NAMSA) and the NATO Consultation, Command and Control Agency (NC3A) may provide support for operations within their area of competence Logistic Support Considerations. a. General. Logistic support options for the NATO commander range from a totally integrated multinational logistic force to purely national support. Normally, the NATO force will be supported through a combination of the various options available. Regardless, however, of the options used for a particular mission, participating nations as well as the NATO force commander, maintain responsibility for the sustainment of the forces involved. In all cases the logistic support options used should be tailored to meet mission requirements as well as to follow the logistic principles. b. Non-Article 5 CRO. While logistic support for Article 5 operations is normally preplanned, Lines of Communication (LOC) are known, HN infrastructure is available and NATO HNSA have been made, the same can not be assumed for non-article 5 CRO. c. Support Options. NATO and nations have a collective responsibility for the support of multinational operations. Nations must ensure, individually or by cooperative arrangements, the provision of logistic support. The following options may be considered by NATO and nations: (1) National Logistics. National logistics support will flow from national sources usually based in the home nation, through to their most forwarddeployed national units in the AOR. While there may be significant advantages to using multinational logistics, nations may, for a variety of reasons, choose to use national logistics to support their forces. In this way a nation assumes the total mission of providing for and transporting supplies and services to their individual units. Even when participating nations rely solely on national logistics, the NATO commander retains the responsibility to co-ordinate the overall logistic effort. (2) National Support Elements (NSE). Regardless of the level of multinational or national logistics a nation employs, it is likely to employ a NSE to support the forces it contributes to an operation. The level at which these are employed will depend on the nation s commitment to the multinational force. These NSEs can be located in and/or out of JOA to 1-13

24 include intermediate sites between the participating nation and the most forwards location of their contributed force. Each participating nation must ensure that the actions of their NSEs are in consonance with the NATO commander s concept of operations and intent. Further, it is necessary for them to co-ordinate with NATO logistic organisations as specified in NATO operations orders. NSEs operating within the NATO commander s area of responsibility will be subject to the SOFA, MOUs and other HN arrangements. 6 NSEs, while remaining within their national chains of command, will provide reporting of critical operational assets and critical logistic activities in accordance with the Bi-SC Directive 80-3, Reporting Directive, Volume V, Logistics Reports. (3) Host Nation Support (HNS). HNS is an important factor in any operation. Through the use of HNS, the overall costs for an eercise or operation might be reduced and greater support efficiencies and effectiveness achieved. Well co-ordinated planning and provision of HNS are key elements of this approach and it is therefore important that the development and negotiation of NATO co-ordinated HNSA be pursued. Details on the HNS process are found in AJP-4.5 (4) Resources in the JOA. In cases where no HNSA is in place, resources may still be obtained locally. In these cases, local contracts are made between the NATO commander, and/or SNs, and individual civilian providers, rather than the national government acting as a guarantor of support. (5) Mutual Support Agreements (MSA). Participating nations have the option to develop mutual support arrangements, bi-, and multi-laterally to ensure provision of logistic support to their forces. This is especially useful when nations have small force contingents collocated with the forces of another nation that have the capacity to support them. By working together and sharing resources (especially services capabilities), nations can achieve economies of scale in their logistic operations. Another benefit of these arrangements is the overall reduction of redundant deploying forces, all requiring support of their own during their deployment and employment. MSAs are a natural etension in the hierarchy of SNs working together to best support the force and achieve the logistic goals. Even though these arrangements may be bi-lateral, NATO visibility 7 of such arrangements is essential and when authorised the agreements may be established by a NATO commander on behalf of SNs. This co-ordination ensures the support arrangements fit into the overall NATO concept of support. Eisting bi-lateral Agreements between SNs and NAMSA for logistic and contracting support can also be used as MSA by providing common support to several SNs, ensuring synergy and economies of scale whilst maintaining national funding and accountability, as well as providing the required level of visibility and co-ordination at NATO level. 6 Depend on whether Nations accede to these documents. FR has not recognised the so-called Paris Protocol." 7 France will provide relevant information, not the actual arrangements. 1-14

25 (6) Lead Nation (LN). A nation may, if it agrees, be designated as a LN in supporting NATO logistic operations. LN support involves a nation assuming responsibility for co-ordinating and/or providing specified support and other functions, (i.e. air/sea/rail port operations, security, movement control, route maintenance and medical support) within a defined functional or geographical area for all or part of the multinational force and/or headquarters. Normally reimbursements to the LN will be a part of this arrangement. A LN mission is similar to a RSN mission with the main difference being that the LN mission is wider in scope and normally a LN will assume responsibility for the co-ordination of a portion of logistics support to other nations within a defined geographical area. In a NATO operation more than one lead nation could be designated to provide a specified range of support. AJP-4.9 refers. (7) Role Specialist Nation (RSN). Each NATO nation has unique logistic strengths and capabilities that, when combined with the capabilities of the other members of the alliance, can serve to make the whole of the logistic capability stronger than its individual parts. Taking advantage of each national strength, tailored to a specific operation, is the essence of Role Specialisation (RS). For eample, in a particular operation, common supplies and services may most efficiently be procured and / or may be provided to all or a portion of the force from a single designated nation that has unique and qualifying capabilities. Under the provisions of MC 319/1 a single nation may procure resources and provide specified support to all, or a portion of, the force with customer nations compensating RSN for the support provided. Procedures for this compensation will be eecuted in accordance with Mission Subsistence Allowances (MSAs) or appropriate Standardisation Agreement (STANAGs) as far as possible. The nation providing the support is known as the RSN. Eamples of candidates for role specialisation include common user or standardised support such as fuels, rations and certain medical services such as aeromedical evacuation. In all cases where an RSN is designated, the support is co-ordinated by the NATO commander. National laws concerning the transfer of military goods and services must be considered before designating a RSN. AJP-4.9 refers. (8) Multinational Integrated Logistic Units (MILUs) and Multinational Integrated Medical Units (MIMUs). To take advantage of economies of scale, support may be provided by MILUs and/or MIMUs. A MILU/MIMU is formed when two or more nations agree to provide logistic and/or medical support to a multinational force under the Operational Control (OPCON) of a NATO Commander. This is an attractive support option when a single nation is capable of providing the nucleus of the unit and/or the command structure, which is augmented by other nations to provide common support. Pooling of assets, cost sharing, reimbursement or provision free of charge arrangements should be agreed to as a part of MILU participation. A MILU/MIMU may stick to this designation when temporarily only one nation contributes to this unit. If 1-15

26 generally provided by one nation, the unit becomes a NATO Commanders Logistic/Medical Unit. AJP-4.9 and AJP-4.10 refer. (9) Third Party Logistic Support Services (TPLSS) TPLSS is the preplanned provision of selected logistic support services by a contractor. TPLSS can release scarce resources for higher priority tasks elsewhere, overcome known logistic shortfalls and provide long-term endurance and sustainability. However, the cost-effectiveness and cost sharing of TPLSS must be considered. AJP-4.9 refers. Section III - Combined and Joint Logistic Command and Control Introduction. a. A fleible command and control structure must be established to co-ordinate national and multinational logistics and support the NATO commander s concept of operations. Command and Control activities must be organised based on the operational mission and co-ordinated with nations to obtain support and manning for the structure. The combined joint logistic C2 structure must also provide the NATO commander with visibility over logistic implications that will have an impact on operations. b. The communications and information systems between NATO, national and multinational logistic staffs must provide efficient and compatible interfaces. Action must be taken to ensure reliable communication among participating non- NATO nations and other organisations such as the UN, OSCE, EU and NGOs as required. This communication may include the use of liaison staff elements in addition to electronic communication means. c. Readiness standards demand NATO logistic staffs be prepared for rapid deployment and provision of adequate sustainment mechanisms to meet the needs of the operational commander. Logistic readiness standards must match those of the organisation it is to support. For this reason, MJLC nucleus staffs have been established within or associated with the CJTF Parent Headquarters to provide requisite logistic support epertise representing all MJLC functions within the command structure Operational Considerations. a. The type of operation (Article 5 or non-article 5 CRO) will impact significantly on the concept of the logistic operation and the specific C2 organisations that are implemented. Specifically, in an Article 5 operation, the in-place NATO RC and Joint Sub-Regional Commands (JSRCs), in conjunction with the HN military and civil authorities, will co-ordinate the logistic operation. An activated and earlydeployed MJLC could be an effective force-multiplier, by facilitating the early adoption of multinational approaches to logistic support. 1-16